FUNDAMENTALS OF

LEADERSHIP AND
ORGANIZATIONAL
DYNAMICS

Lecturer – PhD Myronova Olga Mykolayivna

 TOPIC #1
Management of
individual and group
activities
COMPETENCE vs. RESULT

the ability to a holistic view of the

identify the main essence of interaction
features of between a person and
managing the a group during
activities of an managerial activities
individual or group
 AGENDA:

1. The role of people in organization

2. Understanding group
3. Group dynamics
4. The team
5. Key issues of team effectiveness
1. The role of people in
organization
The vital organizational component
that need to be managed:

PEOPLE
 People
• Organizations must identify the need
spectrum of individuals and take suitable
steps for its fulfillment to enable them to
perform effectively so that they complete
their allotted task in time.
 People

• Relationship between the workers, with

subordinates and superiors should be
established based on full understanding and
complete faith based on mutual trust so that
it is easy to communicate and understand
each other’s views.
 People

• Work teams and Groups play a vital role

in the organization. Individual may have to
keep his personal interest aside if it conflicts
with team or group goals. It is the team
goals, accomplishment of which contribute
towards achieving organizational goals.
 !

It is necessary for the managers to identify

“need” of individual employee and evolve such
strategies that would give an employee an
intrinsic value satisfaction so that the
productivity is increased and individuals are
satisfied with the job they have been assigned
to.
2. Understanding Group
 Understanding Group

• A work group is collection of two or more

individuals, working for a common goal and are
interdependent. They interact significantly to
achieve a group objective.
• Manager should be able to achieve not only
group objective but should be able to fulfill
individual objectives within the overall
organizational frame work.
 Group members should be able to achieve greater
(volume and quality) than the sum total of
individual contribution.

This is achieved by:

• joint idea generation,
• finding out various courses open,
• selecting and implementing the best course
of action.
Types of Groups
 Formal group

• is designated work group defined by the

organizational structure.
• is collection of employees who work
together to contribute towards achievement
of organizational objective.
• is formed based on the work and human
resources required by skill, knowledge and
experience to achieve organizational task.
 Command Group

• It is formed to carry out a specific task.

• There is a leader in a group who is also
designated by the organization.
• A task group is made up of individuals from
across the functional areas.
 Committee

• It can be of permanent or temporary nature.

• Planning committee, finance committees are of
permanent nature, they keep working all along and
have a designated authority to control the work.
• There are temporary committees, which are formed
to accomplish a one-time works like committees
formed at district levels to issue identity cards to
citizens. They are formed for specific work and
disbanded once they have completed their work.
 Informal groups

are groups that are not formally organized in

the work system to get the job done but
develop on their own randomly at
workplaces because of common interest and
mutual liking of the group members.
 The features of such groups are as
under:
( a) Informal groups are formed by various members themselves, it has no
official sanctity.
( b) These groups are formed based on commonality of culture, religious
function, liking for each other and common interests.
( c) Their contribution for success of formal group is immense if properly
handled by official authority.
( d) These groups evolve their own structure, elect their own leaders and have
followers. They work based on group norms, social norms and code of
conduct.
( e) They represent the human side of an organization.
( f) The group exist without any rigid rules. Their common interest is bond
for existence.
 A clique

• is an inclusive group of people who share

interests, views, purposes, patterns of
behavior, or ethnicity.
• A clique as a reference group can be either
normative or comparative. Membership in a
clique is typically exclusive, and
qualifications for membership may be social
or essential to the nature of the clique.
 Psychological Groups

When such informal group members develop

highest level of sentiments or affinity
among themselves and become aware of
each-others needs and potential contribution
to further group objectives.
3. Group dynamics
 Group Dynamics

Group dynamics is concerned with interaction

and forces between group members in a
social situation.
 Norms

Group Norms are set of beliefs, feelings, and

attitude commonly shared by group
members. These are also referred to as rules
of standards of behavior that apply to group
members.
All groups have established norms, that is -
norms tell members what they ‘ought’ and
‘ought not’ to do a thing under certain
circumstances.
 Types of Norms

• Performance Norms is set by the individual

worker and approved by the superiors. These
are general norms, industry standards
prevailing in a particular type of industry and
restricted to geographical limits.
• Appearance Norms is related to dress code
and code of conduct in the organization.
 Types of Norms (cont.)
• Behavior Norms: Guidelines for general
behavior are issued by the management so that
all the employees display behavior in an identical
manner. This may include time management,
punctuality, salutation, showing respect to the
views of other members behavior while on shop
floor and level of professionalism that an
individual should possess.
 Status

• Status refers to the official position enjoyed

by an individual in an organization.
• All the members in a group do not enjoy
equal status.
 Standing of a person in a group depends on
various factors as mentioned below:

•Personal attributes
•Charismatic disposition
•Demographic characteristics
•Educational level, experience, length of service in
the organization
•Expertise
•Proven track record in accomplishing group task
 Cohesion

• Cohesiveness defines the degree of closeness

that the members feel with the group.
• It identifies the strength of the members
desires to remain in the group and degree of
commitment to the group.
• Cohesiveness of the group is reflected to the
extent of unity displayed by the group
members and adherence to the group norms.
Factors contributing to group cohesiveness
 Togetherness

It is a natural tendency that people want to

remain together When they interact they
know each other better and are attracted by
their nature and behavior pattern. People
share their happiness and hardships and a
bond of togetherness is formed.
 Group Size

However 8 to 10 members could be an ideal

group size for optimum group cohesion to
be achieved.
 Entry Norms

There are organizations whose membership is

difficult to obtain. There are also clubs which are
reserved for exclusive members of a particular
background. Joining of such group elevates the
status, position and members feel a sense of pride
and accomplishment. More exclusive the group
more cohesive it will be. More difficult to get
entry, more cohesive the group would be.
 Threat and Challenges

It has been experimented that whenever there

is a threat to disturb the group norm or
group objective, group members get more
united to protect the group objective from
the party threatening the same. It will be
noticed that external threat brings higher
degree of cohesion to the group.
Degree of participation in
group Activities

Success in group activities also bring

cohesiveness as each of the participants
feels that he has been the contributor for
achievement of group goals.
 Attitude and Value

Group members having identically attitude

and high level of value system will behave
themselves identically and promote group
norms and achieve Cohesiveness.
 Relationship between Cohesiveness
Performance Norms and Productivity
Consequences of group cohesiveness
4. The team
 Team

• A team can be described as more than the

sum of the individual members.
• A team demands collaborative, not
competitive, effort, where each member
takes responsibility for the performance of
the team rather than just their own
individual performance.
• Not all groups in organizations are teams, but all
teams are groups.
• The difference between a team and a group is that
a team is interdependent for overall performance.
• A group qualifies as a team only if its members
focus on helping one another to accomplish
organizational objectives.
 A group of people put together does not
automatically make a team.

People need to at least get to know each other, to

learn to get along and communicate, to
develop interpersonal trust, to build the team
spirit.
 There is a number of team
building approaches
• On the one hand, each team member could
take a formal course on how to work in a
team in general.
• On the other hand, you could use full scale
services of corporate team training
professionals.
 There is a wide range of opportunities for
team building exercises and games for
practically any budget

• Examples of popular and fun activities and games

include road rallies, sailing regattas, snowboarding, fly
fishing, interactive seminars, and on and on. The
activities can be as simple and affordable as karaoke or
as sophisticated and demanding as an African safari.
• Putting people into new challenging and fun situations
that require much interaction between the team
members. And sometimes the challenges can be tuned to
focus on developing one or another team quality.
 In particular, the team building
activities can focus on
• improving communication,
• learning to take advantage of individual
differences,
• learning to cope with change,
• learning to be supportive and appreciative,
• learning to put together creative solutions to
nonstandard problems
 Team building ideas, techniques,
and tips
1) Make sure that the team goals are totally clear and
completely understood and accepted by each team member.
2) Make sure there is complete clarity in who is responsible
for what and avoid overlapping authority.
3) Build trust with your team members by spending one-on-
one time in an atmosphere of honesty and openness. Be loyal
to your employees, if you expect the same.
4) Allow your office team members build trust and openness
between each other in team building activities and events.
 Team building ideas, techniques,
and tips (cont.)
5) For issues that rely heavily on the team consensus and
commitment, try to involve the whole team in the decision
making process.
6) Make sure there are no blocked lines of communications
and you and your people are kept fully informed.
7) Even when your team is spread over different locations,
you can still maintain effective team communication.
 Team building ideas, techniques,
and tips (cont.)
8) Be careful with interpersonal issues.
Recognize them early and deal with them in full.
9) Don't miss opportunities to empower your
employees. Say thank you or show appreciation of
an individual team player's work.
10) Don't limit yourself to negative feedback. Be
fare.
The aim and purpose of a team is to perform,
get results and achieve victory in the
workplace and marketplace.
Ten key differentials to help you mould your
people into a pro-active and productive team

1. Understandings. In a team, members

recognize their independence and understand
both personal and team goals are best
accomplished with mutual support.
2. Ownership. In a team, members feel a sense
of ownership for their jobs and unit, because they
are committed to values-based common goals
that they helped establish.
3. Creativity and Contribution. In a team,
members contribute to the organization's success
by applying their unique talents, knowledge and
creativity to team objectives.
 Ten key differentials to help you
mould your people into a pro-active
and productive team (cont.)
4. Trust. In a team, members work in a climate of
trust and are encouraged to openly express ideas,
opinions, disagreements and feelings. Questions are
welcomed.
5. Common Understandings. In a team, members
practice open and honest communication. They make
an effort to understand each other's point of view.
6. Personal Development. In a team, members are
encouraged to continually develop skills and apply
what they learn on the job.
 Ten key differentials to help you
mould your people into a pro-active
and productive team (cont.)
7. Conflict Resolution. In a team, members
realize conflict is a normal aspect of human
interaction but they view such situations as an
opportunity for new ideas and creativity. They
work to resolve conflict quickly and
constructively.
8. Participative Decision Making. In a team,
members participate in decisions affecting the
team but understand their leader must make a
final ruling whenever the team cannot decide,
or an emergency exists.
 Ten key differentials to help you
mould your people into a pro-active
and productive team (cont.)
9. Clear Leadership. In a team, members work
in a structured environment, they know what
boundaries exist and who has final authority.
10. Commitment. In a team, only those
committed to excellence are hired. Everyone
works together in a harmonious environment.
5. Key issues of team effectiveness
 There are key issues getting team
effectiveness:
Selecting team members. For all teamwork we can
identify three critical selection criteria:
technical or functional expertise,
problem-solving and decision-making skills,
interpersonal skills,
high levels of emotional intelligence
Another approach to selection of team members
is to gain an understanding of the team roles:

1. Coordinator. This person will have a clear

view of the team objectives and will be skilled at
inviting the contribution of team members in
achieving these, rather than just pushing his or
her own view. The coordinator is confident and
mature, and will summarize the view of the group
and will be prepared to take a decision on the
basis of this.
 2. Shaper. The shaper is full of drive to make
things happen and get things going. The shaper
looks for the pattern in discussions and tries to
pull things together into something feasible
which the team can then get to work on.
 3. Plant. This member is the one who is most
likely to come out with original ideas and
challenge the traditional way of thinking about
things. The plant’s strength is in providing major
new insights and ideas for changes in direction
and not in contributing to the detail of what needs
to be done.
 4. Resource investigator. The resource
investigator is the group member with the
strongest contacts and networks, and is excellent
at bringing in information and support from the
outside.
5. Implementer. The individual who is a
company worker is well organized and effective
at turning big ideas into manageable tasks and
plans that can be achieved.
 6. Team worker. The team worker is the one
who is most aware of the others in the team, their
needs and their concerns. They are sensitive and
supportive of other people’s efforts, and try to
promote harmony and reduce conflict.
7. Completer. He is the one who drives the
deadlines and makes sure they are achieved. The
completer usually communicates a sense of
urgency which galvanizes other team members
into action.
 8. Monitor evaluator. The monitor evaluator is
good at seeing all the options. They have a
strategic perspective and can judge situations
accurately.
9. Specialist. This person provides specialist
skills and knowledge and has a dedicated and
single-minded approach.
 Team leader and manager
training
Similarly managers will need some training
support in moving from a directive, controlling
role to a coaching and counseling role. Training
needs to encompass not only new skills but an
opportunity to discuss the changing philosophy
of the organization and to encourage attitude
change.
 Team member training

• training in problem solving,

• training in communications,
• training in time management,
• training in conflict management.
 Four stages of team development:

•Forming centers on team members working out what they

are supposed to be doing, and trying to feel part of it
•Storming is the stage where members are prepared to
express strongly held views, where there is conflict and
competition and where some push for power while others
withdraw.
•Norming stage is characterized by a desire to begin to
organize themselves. Members actually begin to listen to each
other, become more open and see problems as belonging to
the whole group.
•Performing is where a sense of group loyalty has
developed and where all contribute in an atmosphere of
openness and trust.
 Recognition and reward

• Recognition may be in the form of articles in

company newsletters or local papers about
team successes, inscribing the team name on
the product or monetary rewards.
• A sense of team identity is often encouraged by
the use of team T-shirts, coffee mugs and other
usable items. It is most important that other
reward systems in the organization, say based
on individual contribution, do not cut across
the reinforcement for team performance.